ABOUT THE TRITON PAVILION PROJECT PROCESS

Progressive Design Build

Triton Pavilion is being developed with LMN Architects, PCL Construction, and

UC San Diego Capital Program Management under a Progressive Design Build process (PDB). The PDB process uses a qualifications-based or best value selection, followed by a process whereby the owner then “progresses” towards a design and contract price with the team (thus the term “Progressive”). This process offers high collaboration between

UC San Diego and the design and construction teams, with the oversight of the Regents.

Programming & Change Management

Change Management

With the creation of Triton Pavilion comes opportunity and change. Though offices are only a part of the Triton Pavilion project, they will be home to key administrative staff - the backbone of UC San Diego. This workplace transformation has enormous potential for progress that can be harnessed through thoughtful change management strategies, and creating a great workplace for the administration supports student service excellence.

Triton Pavilion would provide flexible, modern workspaces with a hybrid work environments that offer more choice in where and how to work. Positive change is rooted in a desire to improve, to evolve, and to infuse creative activity throughout an organization. But even with the best intentions, deviating from the status quo can be challenging. It often requires organizations and employees to shift behaviors and practices with which they’re comfortable. Managing change proactively and effectively can ease resistance and growing pains, provide a platform for a successful future and propel an organization to greater success.

The buildings that are part of Triton Pavilion are being designed to last a hundred years at minimum. The workspaces within these buildings are intended to maximize flexibility to ensure that they can continue to serve dynamic teams and offer the technology, furniture, and other tools they would require to do their best work throughout the buildings’ entire lifecycle.

The following activities were included in the Phase I change management process and were designed to educate and engage employees. Change management will also include additional activities through the duration of the project, including post-occupancy.

• Tours of existing workspaces to understand functional needs and challenges

• A survey regarding current workplaces

• Tours of aspirational workplaces

• Identification of and engagement with Change Champions

• Focus group meetings

• Town hall presentations

Program Development

Construction projects typically go through a "programming" phase that determines the right mix of spaces for a project, their sizes, and their function. The programming process for the Triton Pavilion project has evolved since the project's inception

. Following delivery of the 80% DPP, the project team embarked on a program verification stage coupled with change management, to ensure Triton Pavilion would be designed to include spaces that serve the needs of its many and varied users.

During the program verification process, change management

focused on defining workspace needs. Change management activities were designed to grow employees' understanding of existing workplace research and best practices and

supported the project team's understanding of each group's unique work functions

.

During the program verification process, the

Executive Committee asked that the project team work toward the additional goal of

balancing open and enclosed spaces across different offices, with an emphasis on assigning individual work spaces by the type of work.  For example, counseling sensitive issues more then 3/4 of the day requires private enclosed space, such as an office.

This goal was developed with future flexibility and equity in mind, and provides greater variety in workspaces and access to daylight, both of which

are intended to increase productivity and engagement. The project team worked with representatives from each department to ascertain the best approach to achieve the new

mix of open and enclosed spaces for different groups. A number of supportive enclosed spaces

would be included to ensure

employees will have

choice in where to work within the office.